READINGS
This quarter we will be pairing a canonical text with a recent work in the field of sexuality studies. To download the .pdfs of these readings, scroll to the very bottom of this page and click "Files" to display these files.

1. Michel Foucault "History of Sexuality v.1" Part 5: Right of Death and Power Over Life

2. Jasbir Puar "Terrorist Assemblages" Chapter 2: Abu Ghraib and U.S. Sexual Exceptionalism
Puar's Introduction is also uploaded here and recommended, though not required.

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Join the Cafe Vita Language Meetup!

Are you trying to learn a new language for research or personal
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have a group that meets to speak a language?  Consider coordinating or
participating in a weekly language meetup!

We're looking for people interested in participating in one or more language
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Here's the new draft of the proposal proposal. You can review the original survey on the GSA website. Also visit the GPSES committee website.

You can view the previous draft of the proposal here

___________

1 Affiliated Housing
2
3 The GSA has identified the lack of an inclusive residential community affiliated
4 with UCSD as the most pressing issue for graduate students. Housing is a vital and
5 integral part of an active academic community. While comparable universities are
6 fortunate to have affordable housing in close proximity to campus, UCSD is surrounded
7 by high cost commercial development. This commercial development drives up real
8 estate prices, making the surrounding area inhospitable and unaffordable for students.
9 Affordable and desirable on-campus housing must be a high priority of the administration
10 particularly because UCSD does not have any kind of surrounding “campus town”.
11
12 In addition to causing significant problems for current graduate students,
13 demonstrated in the GPSES report by the lack of connection to the campus community
14 and frequent stress from finances, the lack of affordable housing also threatens the
15 continued viability and future of UCSD as a great research institution. While the goal of
16 the university is to double its current graduate enrollment, it was unable in the most
17 recent year to enroll more students than in the previous. While San Diego has
18 traditionally had an advantage over other schools due to the ideal setting, it appears that
19 this advantage is evaporating with the rising cost of living. Without far reaching
20 planning now, graduate students will increasingly choose other institutions for their
21 studies.
22
23 The lack of affordable housing is particularly onerous for incoming graduate
24 students. Incoming students are forced to find housing in San Diego, frequently without
25 knowledge of the area or friends that can become roommates. Due to high housing costs
26 and limited availability of housing near UCSD, these first year students often live far
27 from campus with roommates that may not even be part of the UCSD community. The
28 long commute prohibits engagement in campus activities that frequently occur at night.
29 As a result GPS engage the UCSD community primarily within their department. This
30 inhibits development of community within housing, as well as students in the later stages
31 of their career that have more established social circles. In the housing communities
32 standard at most campuses, as well as for UCSD undergraduates, community develops
33 organically within first year housing, particularly within the first few months of arriving
34 at UCSD.
2
To address these issues the GSA has identified the following action 35 plan for the
36 Department of Housing, OGS, and GSA to cooperatively address.
37
38 Key Housing Areas for Improvement
39
40 Action 1: Create additional affordable housing for graduate students
41 through both traditional and nontraditional means.
42 → Improve future housing development to better address student
43 cost/benefit concerns
44 → Explore co-ops and off campus housing colonies to increase housing
45 availability and affordability
46
47
48 Action 2: Develop a more cohesive, fair, accessible, and sound housing policy
49 that allows for designed growth for the future.
50 → Reduce operating costs
51 Reduce landscaping and utility costs
52 Reduce administrative costs
53 → Revise housing priority policy
54 Provide housing for incoming students
55 · Aim for 1 year less than normative time to degree
56 · Restrict housing time limits until this goal is met
57 Maintain housing priority for families
58 → Revise the current rent structure to make housing accessible and
59 affordable
60 Equalize the current rent structure
61 · Balance rents between AH properties
62 · Plan for future development so that rent increases are
63 predictable and gradual
64 Provide rent abatements for needy students
65 → Revise current social constriction policies
66 Create separate areas with different quiet hours and alcohol
67 policies for students to choose between
68
69 Action 3: Actively establish a strong community within existing affiliated
70 housing.
71 → Create a tenants association to address community concerns within
72 housing
3
Action 1: Create additional affordable housing 73 for graduate
74 students through both traditional and nontraditional means.
75
76 UCSD faces a serious shortage of housing for GPS. As of the writing of this
77 report there are 4878 GPS [1] at UCSD, and 1681 GPS and 354 spouses/partners of GPS
78 housed in Affiliated Housing [2]. Additionally there are 1263 GPS on the waitlist for
79 housing, with at least 42 additional spouses/partners [3]. As well as GPS, Affiliated
80 Housing has 420 undergrad, faculty, and staff residents [2].
81 By these numbers UCSD currently houses 34% of GPS, with 26% currently
82 seeking housing. We believe that the number seeking housing is artificially low due to
83 the extremely long waitlists for the more desirable housing. With the opening of One
84 Miramar 800 new graduate beds will be available to unmarried graduate students. This
85 should increase the proportion of housed students from 34% to 51%, not accounting for
86 increased growth in the student population that is projected to be small for the 07-08
87 school year. This will still leave 463 current students on the waitlist.
88 In addition to these 463 students, we believe that many more students who would
89 like campus housing are not on the waitlist. One major group is masters students, who
90 are not currently offered housing [4]. Current housing policy also artificially restricts the
91 waitlist through strict requirements for students on the waitlist such as having 48 hours to
92 reply to a housing offer, needing to move on 30 days notice, and not being allowed to
93 keep a waitlist spot after moving in. The primary/secondary roommate system also
94 deliberately restricts the waitlist.
95
96 While the housing situation for GPS at UCSD is currently terrible, it only appears
97 to be getting worse over the next five to ten years. In the past ten years GPS enrollment
98 has grown from 2473 to 3910, and increase of 1437 students [1]. By 2011 enrollment is
99 projected to grow [4] to 6130, an increase of 2220 students in less than half the time. To
100 accommodate these extra 2220 students an increase of only 350-400 additional beds is
101 planned. Is it possible that the surrounding community can absorb these additional
102 students? Currently vacancy rates in the area around UCSD are 3.8% at rates of $892 per
103 month per bedroom. With the construction of additional commercial space near UCSD it
104 appears that this situation is only degrading for students. It is clear that future students
105 will be forced to live farther, endure longer commutes, and pay higher rents than current
106 students.
107 There is a serious possibility that future enrollment will be restricted precisely
108 because the shortage of affordable housing is so acute. While UCSD has traditionally
109 benefited from the high quality of life of San Diego while recruiting, it appears that this
110 benefit has been seriously eroded by the increasing cost of living. It seems likely that the
111 current difficulties encountered in enrolling students has come from the lack of
112 competitiveness of support packages from the university in light of the high cost of
113 housing relative to other universities.
114 Conversely, UCSD faces a stage of great opportunity. Currently the University
115 has an abundance of land available, in contrast to other campuses like Los Angeles and
116 Berkeley. If UCSD manages its land properly and creates more affordable housing
117 without rushing into expensive and undesirable projects it has an opportunity to further
4
continue its meteoric rise among research universities. Through careful, 118 long range
119 planning and willingness to take risks and innovative solutions UCSD can create a
120 graduate community and experience superior to all other schools in California,
121 establishing its dominance throughout the world for years to come.
122
123 Traditional Means
124
125 The GSA applauds the administrations recent plan approved by the Regents to
126 increase GPS housing by 350-400 beds. We hope that occupancy can be made as high as
127 possible in this structure. While we appreciate very much the recent addition of the One
128 Miramar complex and feel that there are many reasons to be excited, there are also many
129 reasons to be disappointed. Among them are the high cost of construction and
130 undesirable floor plans.
131 Attached to the One Miramar complex is a parking garage with one spot for each
132 resident. While the GSA feels that transportation is important for GPS and that it is
133 generally unreasonable to expect GPS to live without a personal vehicle, we also believe
134 that the costs of such a structure should have been more closely examined. While most
135 GPS would like to have a car, we would like to have the cost option for ourselves. This
136 suggests that in current complexes residents should be given incentives for relinquishing
137 their vehicles. The level of incentives necessary would indicate whether the cost for such
138 a large parking structure is justified for future complexes. In general we believe that the
139 goal of UCSD should be to create a strong enough community in the surrounding area
140 that students do not feel obligated to have a personal vehicle. This would allow
141 significant cost savings for GPS, a reduction in environmental impact, and a self fueling
142 improvement in local community and campus connection.
143 Current plans call for additional beds to “be provided in apartment units
144 comprising two, three, or four bedrooms in both high-rise and mid-rise buildings” [4].
145 While many GPS enjoy the low density environment of existing Affiliated Housing
146 structures, we understand the need for future housing to be higher density to
147 accommodate as many students as possible. Currently Affiliated Housing has many two
148 bedroom units (I plan to provide specific numbers, which I have at home), but not many
149 one bedroom or three/four bedroom apartments. The GSA believes that future
150 development should focus on one bedroom apartments to house GPS couples without
151 children and three/four bedroom apartments that are more desirable for single graduate
152 students. Further, we believe that in general plans should aim to increase the diversity of
153 housing options as much as possible. In contrast to One Miramar, we also hope that
154 future housing complexes will emphasize increasing communal living space, particularly
155 at the expense of large hallways and bathrooms. In general hallways, which waste space,
156 should be limited as much as possible.
157
158 Nontraditional Means
159
160 The greatest opportunity for UCSD comes from continuing its tradition of being
161 an innovative, risk taking institution. Every risk that UCSD has taken has paid off, but
162 since we established our name we have become more conservative, particularly with
163 respect to students services and campus activities. We have a great opportunity to
5
continue leapfrogging other universities by exploring alternative housing 164 options and
165 taking risks when we see the strong potential for reward. We can aim to be the best
166 campus community in California, setting trends that other campuses would follow, or we
167 can settle for being a commuter research center. While the GSA advocates exploring the
168 full range of alternative housing options, and encourages the administration to solicit as
169 many sources as possible for other options, only two will be addressed here.
170 The first is housing co-ops, currently housing hundreds of students at UC
171 Berkeley and other campuses [5]. While the university has not traditionally promoted co172
ops and other small businesses, we feel that co-ops offer the greatest potential benefit to
173 students. Providing below market rates for management, maintenance, and food service
174 through cooperative work, co-ops provide the best opportunity for GPS to have
175 affordable, community oriented housing. Many of the aims of the university could be
176 met through housing co-ops. Unfortunately the area surrounding UCSD is too expensive
177 and land is too limited to allow for the development of housing. The GSA urges the
178 administration to make every effort to allow the development of co-ops on university
179 land at cost. We are eager to work with the administration and interested students to
180 develop responsible co-ops as a long term housing solution.
181 Another solution the GSA believes should be explored is the possibility of remote
182 housing colonies. Due to the free and frequent shuttle service between campus and the
183 Hillcrest medical center, a large number of graduate students have chosen to live in the
184 Hillcrest area, where there are lower rents and a higher quality of life within reliable and
185 swift transportation to the university. Some departments, particularly in the humanities,
186 report that the large majority of their social events occur in Hillcrest/ North Park because
187 of the large community there. The GSA urges the university to explore how to encourage
188 the development of these communities, through enhancing transportation options and
189 possibly purchasing property for the express purpose of developing an alternative
190 graduate community. Extreme vigilance should be shown in maintaining awareness of
191 the housing situation in San Diego to seek out low cost opportunities to expand housing
192 off site.
6
Action 2: Develop a more cohesive, fair, accessible, 193 and sound
194 housing policy that allows for designed growth for the future
195
196 Many issues faced by dealing with housing are brought about by the well
197 intentioned but haphazard housing policies currently in place. Housing is not provided
198 during the most difficult transition time for students, when they first arrive, but is offered
199 to students that have established themselves in San Diego. This creates a host of
200 problems. In an ideal situation students would begin in housing with a mix of established
201 early career GPS and other incoming GPS that have yet to establish themselves.
202 Community would develop organically within the housing community, which would then
203 transition together to the greater San Diego community. Ties established in the first year
204 would continue throughout the GPS career, with most students most strongly connected
205 to other students on the same timeline as them in terms of advancement and graduation.
206 Current administration policy does allow first year housing for some students
207 through the SHORE recruitment program. The GSA believes that incoming GPS housing
208 should be seen as a recruitment tool for all incoming GPS, and not just those picked
209 through the sometimes random methods of the SHORE program. Further, the current
210 SHORE program offers a dramatically lower cost of living over the complete graduate
211 career for some students, while the GSA believes that the cost of living should be low for
212 all GPS.
213 To this end the GSA feels that the current gross disparity should be addressed.
214 There are many important considerations when deciding on rent levels. Virtually all of
215 these have been ignored to this point, as rent levels have been set in an ad hoc fashion on
216 a per project basis. Current rent policies are virtually nonexistent. Rates are set on a year
217 to year basis, without adequate planning. Because of this students have in recent years
218 experienced dramatic and unexpected rent increases. This has been extremely difficult
219 on many GPS that established their lifestyle and made commitments on the basis of
220 previous rent levels. It is important to remember that doctoral students make a
221 commitment to their education for six years, and that the university should make every
222 attempt to make changes gradual and predictable to prevent students from being in a
223 situation where they have obligations they cannot meet. The worst case scenario is a
224 student with one year left until graduation finding that they are unable to continue at
225 UCSD for financial reasons and sacrificing much of their life without a degree.
226
227 In order to address these issues, the GSA has identified the following long term
228 goals for Affiliated Housing to address:
229
230 Key Goals for Affiliated Housing Policy
231
232 · Goal 1: Reduce operating costs
233 · Goal 2: Revise housing priority policy
234 · Goal 3: Revise the current rent structure to make housing accessible and
235 affordable
236 · Goal 4: Revise current social constriction policies
237
7
In achieving each of these goals emphasis should be placed 238 on making these
239 changes gradually and fairly, such that no GPS is burdened in an unacceptable or grossly
240 disproportionate manner.
241
242 Goal 1: Reduce operating costs
243 Current housing costs are relatively low at some AH complexes, due to
244 minimization of expensive remodeling and renovation work. The GSA applauds the
245 efforts of AH to keep housing as affordable as possible. However with expensive new
246 housing being added and the cost affiliated with increased turnover due to the shift to
247 incoming GPS housing, it will be imperative that AH strive with increased vigilance to
248 reduce costs as much as possible. To this end the GSA has identified two
249 recommendations to explore to minimize rising housing costs.
250
251 1) Reduce landscaping and utility costs
252
253 Projected utility costs for residential apartments (all AH properties but La Jolla
254 Del Sol) for 2007-08 are $1.3 million, which is $828 per adult resident per year, or $69
255 per adult resident per month. In these units the AH provides water, gas, and trash
256 removal. 18 units also have included electricity. The GSA believes that there is
257 opportunity for significant cost reduction in this area. Trash removal is already very
258 efficient at $93k, or $60 per adult resident per year. Gas usage may be reduced and
259 comfort improved through improved insulation in older units, although certainly a
260 cost/benefit analysis should be considered before this is implemented.
261 Grounds costs for residential apartments are projected to be $421,755 for 2007-
262 08, or $268 per adult resident per year ($22/month). The GSA believes that significant
263 cost reductions can be realized through more environmentally friendly landscaping at the
264 Mesa and other housing properties. Currently water hungry and maintenance intensive
265 grass covers many unnecessary areas in the Mesa complex. Because of this watering is
266 continuous, with many areas of grass being frequently unpleasantly damp. A zero
267 scaping effort was initiated that would reduce cost and environmental impact, and
268 significant progress was made with specific, detailed plans being created that would
269 minimize costs while still providing large lawn areas for community enjoyment. It
270 appears that these efforts have not been followed through, however. The GSA advocates
271 that these efforts are renewed, and that all future developments seek to use water
272 resources and labor in a cost efficient manner.
273
274 2) Reduce administrative costs
275
276 Following are projected costs for AH (except for La Jolla Del Sol) for the 2007-
277 08 fiscal year (in terms of total cost and cost per resident):
278
279 Household Services Administration: One Miramar $577 k / $352
280 Household Services Administration: Mesa, Coast, SGA: $332 k / $415
281 Maintenance & Paint Services: Mesa, Coast, SGA: $187 k / $114
282 Maintenance & Paint Services: One Miramar: $27 k / $33
283 Internal Housing Administration: $1.1 M / $451
8
284
285 Human Resources: $30 k / $12
286 Purchasing: $33 k / $13
287 Financial Services: $79 k / $32
288 Administrative Services: $80 k / $33
289 Information Technology: $270 k / $110
290 Total Central Administration: $1.2 M / $492
291
292 While the GSA understands the complexities involved in managing an enterprise
293 as large as AH, we call for the administration to control administration costs as much as
294 possible. A significant concern is due the difficulty in comprehending the budget. The
295 GSA is unclear on the differences between “Household services administration” and
296 “Maintenance and Paint Services administration” and alarmed by the $110/year cost each
297 resident is paying for information technology. In order to identify further cost cutting
298 measures the budget should be made public, reviewed by the soon to be created tenant
299 association, and should have descriptions of each expense.
300
301 Goal 2: Revise Housing Priority Policy
302
303 Current housing policy allocates housing to three groups: GPS with children (and
304 also undergraduate students with children), incoming students through the SHORE
305 program, and senior GPS as identified by time on the waitlist. The GSA believes that
306 housing should be reallocated over time to early stage GPS with the eventual goal of
307 providing housing to incoming GPS and those at the beginning of their career. We
308 believe that the preference given to students with children should be continued in
309 recognition of the extra difficulties presented to these students in the interest of
310 maintaining accessibility.
311 Providing housing for incoming students introduces difficult challenges for the
312 housing structure. Currently AH turns over approximately 1/3 of their units, or ~400
313 units throughout the entire year. It would be extremely difficult and expensive for AH to
314 turn over the required 500 units necessary for incoming students on the same day.
315 Further there would be additional cost associated with the vacancies required to secure
316 apartments for incoming students under the current waitlist policy. In order to minimize
317 these costs the GSA suggests instituting one year leases (to minimize vacancy) that
318 would begin at staggered point during the summer (to spread the turnover). GPS would
319 be required to fill the duration of their lease, unless they found a qualified sublessor. The
320 GSA would support any system that would solve this problem with the minimal burden
321 on GPS.
322 In order to create space for incoming students someone has to leave housing. At
323 steady state the GSA would like to see GPS guaranteed housing for one year less than
324 their time to degree, which is the standard at UC Irvine. This has the benefit of
325 encouraging students to graduate in the nominal time, unlike the current system which
326 rewards delayed graduation with low cost housing. Unfortunately there is currently an
327 insufficient amount of housing to meet this goal.
328 In transition from the current system to the steady state system the GSA proposes
329 the following method for creating space for incoming students:
9
- Housing time limits should be implemented. These time limits 330 should be slightly
331 shorter than the current average amount of time that a student spends in housing
332 such that the waitlist is gradually reduced. Under this system any student should
333 be able to defer their tenure in housing if they desire to have housing in the later
334 stages of their academic career.
335 - Once the waitlist has been eliminated and housing has shifted to incoming
336 students, the students that have been in housing for the longest time will not be
337 offered continuing leases. If two students have been in housing for the same
338 amount of time then preference should be given to the student with the longer
339 normative time to degree. Under this system any student should be able to defer
340 their tenure in housing if they desire to have housing in the later stages of their
341 academic career.
342
343 The GSA appreciates the efforts of AH to accommodate students by allowing
344 partners as qualified roommates in two bedroom apartments. However, we feel that the
345 benefit to the GPS community would be greater if only other GPS were allowed as
346 qualified roommates in multiple bedroom apartments not occupied by GPS with children
347 until such as time as there is sufficient housing available for spouses/partners to resume
348 being allowed roommates. Until that time married/partnered GPS should be given
349 preference in both studio and one bedroom apartments. AH should investigate the cost of
350 converting more units to one/three bedrooms in the style of central Mesa, and perform
351 those conversions if it is a cost effective way to create an extra accessible bedroom.
352
353 Goal 3: Revise the current rent structure to make housing accessible and affordable
354
355 Currently there is no clear rent policy in the AH properties. As new properties
356 become available the rent structure for that property is set without consideration for the
357 units as a whole. While some extremely low cost units are available to assist those GPS
358 with significant financial burdens, there are no safeguards to ensure that the most
359 qualified students will receive this benefit, thus many financially well off students receive
360 this large housing benefit while needy students face significant hardship in the San Diego
361 housing market. There is also no long term rent policy accommodating new
362 development, so rent increases are sudden and unpredictable. In order to solve these
363 problems the GSA proposes that two policy changes be implemented: rent equalization
364 across properties and time and a rent abatement policy.
365
366 Rent Equalization
367
368 Under current policy rates between AH properties vary by as much as 191% for a
369 two bedroom apartment. While there are differences between amenities, it is clear that
370 some properties are dramatically more desirable than others when both cost and quality
371 are factored. One Miramar, while comparable to Mesa when all concerns are considered,
372 is at least $189/month more expensive for a two bedroom apartment. The only
373 explanation for this that is given is that former OGSR Dean Richard Attiyeh said that
374 rates should be between those of Mesa and La Jolla Del Sol. The GSA believes that rents
375 should be set according to desirability on a market system. According to this system
10
properties that had more applications than open rooms from incoming 376 students would
377 increase in rent, while properties that had less applications than openings would decrease
378 in price.
379 It is important in the implementation of this system that the expectations that
380 students have based their financial decisions on are maintained. This contrasts with
381 current policy. The GSA proposes that housing make ten year plans with all new housing
382 and projected expenses, and provide guidance to incoming students on the expected
383 housing situation for the next seven years (the amount of time that some GPS will be
384 dependent on these predictions). Every effort should be made to maintain these
385 projections for current students, shifting additional costs to incoming students over long
386 periods of time. When a new property is opening AH should run surpluses in the years
387 leading up to the opening and deficits in the years afterwards such that rent increases can
388 be maintained at a steady and predictable rate. The GSA expects rent increases to be
389 maintained in the following range:
390
391 Steady state: Inflationary or less
392 After cross property market equalization but while more housing is still being built: 6%
393 or less
394 During cross property market equalization: 8%
395
396 If at any point the average rent appears as though it will rise above 40% of the
397 average graduate student pay rate UCSD should slow GPS enrollment growth so as to not
398 make a situation where current students are unable to continue for financial reasons.
399
400 Rent Abatement
401
402 Many students are unable to pay increased rents due to legal or other limitations
403 on income. These include, but are not limited to, international students with spouses who
404 are legally unable to work, single parents, and students with disabled partners/spouses. In
405 order to accommodate these students and increase competitiveness for a diverse student
406 body, the GSA proposes an alternative maximum rent for students in these circumstances.
407 This rent would be set at 40% of income, with a long term goal of reducing it to 33% of
408 income. This would dramatically reduce rents and increase quality of life for the neediest
409 GPS, while providing reasonable rents for all GPS.
410 Further, there are many GPS for whom rent is already greater than 40% of
411 income. The GSA demands that the university raise the minimum pay rate for GPS
412 employed at 49% above the full time minimum wage.
413
414
415 Goal 4: Revise current social constriction policies
416
417 Current social policies in the housing properties are unnecessarily restrictive, in
418 particular quiet hours and alcohol possession. While administrators have traditionally
419 appealed to the presence of families for these policies, many families themselves find
420 themselves overly constrained by their single neighbors due to the policies. To
421 accommodate these concerns the GSA proposes that quiet hours and alcohol possession
422policies be restricted on the basis of location. Specifically we request 422 that in the
423 Mesa/One Miramar area the more restrictive policies be applied to the eastern part of the
424 Mesa structure and the northern buildings in One Miramar, expanding the size according
425 to demand.

The purpose of the Peer Networking Program is to build community for
graduate students at UCSD, with an emphasis towards students from
underrepresented communities, by connecting incoming and continuing
students together. The resulting networks provided a space for
growth and support for all students involved.

To address the changing needs of UCSD graduate students, I'll be
conducting a needs assessment through focus groups. The focus groups
will consist of two (2) hour long lunch/dinner meetings, with meals
provided. For your participation you will be eligible for a limited
number of movie tickets. If you'd like to participate, please answer
the following questions and send them to ude.dscu|yhprumpc#ude.dscu|yhprumpc by Friday,
May 4, 2007.

- - Academic Info - -
What is your department?
What year are you in your program?

- - Demographic Info - -
(We want to insure that we are hearing from as many different
perspectives as possible. This information neither guarantees or
disqualifies you from participation, it will only provide a better
idea of who is interested in the program and whose voice are being
represented.)
Do you live on campus or off campus?
What is your gender?
How do you identify yourself ethnically?
Do you have a family (partner or children)?
What do you do in your spare time?
What are your goals after graduating?

- - Knowledge of the Program - -
How did you first hear about the Peer Networking Program?
What do you know about the Peer Networking Program?

- - Contact Info - -
Name:
Email address:
What days and times are you available to participate in a focus group?

Thanks for your help,
Chris

The purpose of the Peer Networking Program is to build community for
graduate students at UCSD, with an emphasis towards students from
underrepresented communities, by connecting incoming and continuing
students together. The resulting networks provided a space for
growth and support for all students involved.

To address the changing needs of UCSD graduate students, I'll be
conducting a needs assessment through focus groups. The focus groups
will consist of two (2) hour long lunch/dinner meetings, with meals
provided. For your participation you will be eligible for a limited
number of movie tickets. If you'd like to participate, please answer
the following questions and send them to ude.dscu|yhprumpc#ude.dscu|yhprumpc by Friday,
May 4, 2007.

- - Academic Info - -
What is your department?
What year are you in your program?

- - Demographic Info - -
(We want to insure that we are hearing from as many different
perspectives as possible. This information neither guarantees or
disqualifies you from participation, it will only provide a better
idea of who is interested in the program and whose voice are being
represented.)
Do you live on campus or off campus?
What is your gender?
How do you identify yourself ethnically?
Do you have a family (partner or children)?
What do you do in your spare time?
What are your goals after graduating?

- - Knowledge of the Program - -
How did you first hear about the Peer Networking Program?
What do you know about the Peer Networking Program?

- - Contact Info - -
Name:
Email address:
What days and times are you available to participate in a focus group?

Thanks for your help,
Chris

Everyone is welcome! We'll provide the space, the host, and the FREE FOOD.
You just have to be interested in discussing gender and sexuality as they
relate to everyday life on and off campus. Join us and bring a friend.

This Friday's Gender Buffet topic:
Does listening Ani give you righteous satisfaction? Does Missy make you
all misty eyed? Does Shakira shock-ya-ear!? Are you still totally not sure
how you feel about Peachez? Join us for a discussion on music with rad
gender politics. Here is your homework: bring in a song (on CD) that you
love in a feminist way. We will have a listening party and compile a mix
CD from everyone’s songs. There will be lots of discussing. Bring in a
blank CD if you want a copy. As always, show up on time for the best food.

The Women's Center is located at the Student Center West, Building 290
(across from the Main Gym)

DATE: Tues. Jan. 23

TIME: 11 to 12 p.m.

WHERE: Faculty Club

Other: Refreshments Provided

RSVP: ude.dscu|solavadc#ude.dscu|solavadc by Jan. 18.

First respond, first served. Open to a maximum of 10 students.

I've been running into tons of people who are into salsa on campus. Is anyone interested getting together and starting a club. We could put on events, go on trips, get group discounts for local clubs etc. What do you think?

http://www.mtv.com/overdrive/?name=news&id=1545907#/overdrive/?id=1545907&name=news

General information about the mailing list is at: http://mailman.ucsd.edu/mailman/listinfo/gradparents-l

You can register for the listserv on this site.

Title of Talk: Inclusion and Difference: Gender, Race, and the
Biopolitics of Medical Research

In the United States over the last two decades, a diverse set of
advocates, experts, and policymakers have sought to reform medical
research by making it more inclusive-principally by including more
women, racial and ethnic minorities, children, and the elderly as
research subjects, and by testing for outcome differences across
categories such as sex, gender, race, ethnicity, and age. In this
presentation, I describe how this distinctive way of thinking about
bodies, identities, and differences gained supporters, took
institutional form as law and policy, and become converted into common
sense. I also consider some of its many consequences (intended and
otherwise) for biomedical research, pharmaceutical drug development,
"profiling" practices in health care, and cultural understandings of
the meanings of sex and race. While defending certain aspects of the
"inclusion-and-difference paradigm," I argue that its emphasis on
understanding group differences in biological terms makes it a
problematic tool for addressing health inequalities.